[Back Talk] Don’t Throw the Baby Out With the Bathwater

Departments - BackTalk

There is a tendency to view scientific research, especially in recent times, with much suspicion and, as Moreland says, ridicule. While there is certainly “junk science” out there, valid scientific inquiry and cautious interpretation of those studies is still critical to advancing human knowledge. I am sorry to say that there are some in our own industry, who, in their rush to discredit all science that makes claims opposing their political and/or personal views, are literally willing to “throw the baby out with the bathwater.” But much worse, these individuals grab onto and cherry pick any research that supports their views, and then proclaim all opposing research as junk. They even make statements as though they personally did the research. I wish I could be so convinced and satisfied that my views were always and forever so right! I am so used to NOT being right that I make a habit of saying “According to whoever...” or “This is what is known...”

I have heard some PMPs say they think in-service training and obtaining credits is a waste of time — they already know all there is to know about pest control. Yet I marvel each time I go to Purdue or Kentucky or NPMA how much new there is, and how what we thought was “gospel” for many years is now completely re-explained in totally different ways. This is particularly true about termite research. Termite colonies and their structure, biology and behavior are fascinating and there is much to be discovered about them, as well as most other organisms that we deal with.

I love the story about how the U.S. Patent Office almost closed a century ago because the opinion was that there was nothing more to discover! Thanks again for Moreland’s ViewPoint and for an excellent magazine, as always.

Bob Geltz, ACE
State Termite & Pest Solutions
North Canton, Ohio

Readers are invited to send letters to jdorsch@giemedia.com. Comments may be edited for space or clarity.

[Business Practices] Get Paid. Today.

Features - Business Strategy

Stop waiting for the check to arrive in the mail. It won’t. But tweaking your collections process to include credit card auto-pay could give your company the cash infusion you already earned but haven’t collected.

You’re not the bank. But it sure does feel like it these days, with customers stringing out payments 60 or 90 days, or much longer. Phone calls go to voicemail. Statements seem to evaporate along with the junk mail — “Oh, we never received the invoice in the mail.” Fancy that. And perhaps the most frustrating aspect of it all — aside from not getting paid — is a consumer attitude shift about paying service bills.

“Years ago, people didn’t want to say, ‘I can’t afford it,’ but now people seem to utilize the economy as a way to drag out payment,” says Court Parker, COO of Bug Busters in Atlanta, Ga. “Before, owing money was embarrassing to people.” Not anymore, he says.

Now, there’s almost a sense of entitlement on the part of consumers, who seem to think they should decide if and when to pay. Of course, we’re not talking about all clients — but since 2008, keeping accounts receivable under control has been a real challenge for businesses in all industries. And collections are a perennial problem for pest management professionals.

“If we go back four or five years ago, our collections were really high and that was causing cash flow problems on our end,” says Joe Felegi, owner of Critter Control in West Palm Beach, Fla. Commercial customers especially were pushing payments out 120 days and longer. “We were really struggling,” he says.

So Felegi, and other pest control companies including Bug Busters and Arizona Pest Control, based in Tucson, began to take plastic. Credit cards enable collections conveniences such as auto-pay and pre-billing. And companies that keep clients’ credit card numbers on file can rest assured that they will get compensated for their service.

“Everyone has to give us a credit card number now,” says Bruce Tennenbaum of Arizona Pest Control, relating that this is part of the protocol for new sales: collecting the client’s name, address, email and credit card number to keep on file. “That has helped our collections process tremendously,” Tennenbaum says, reporting that he does not have any accounts due past 90 days. “I don’t want to have any more accounts receivable problems in this economy,” he says simply.

Acting like the bank and allowing customers to use you by not paying on time can shackle your growth. You’ll have less cash on hand to reinvest in the business. Even making payroll can become a problem depending on how bad those receivables look.

The key to collections is to establish a process, engage employees so they become part of the invoicing dialogue, and follow up early and often.

Crack Down on Collections. The longer a client holds on to an invoice without paying it, the less likely you are to collect. “A debit balance usually ends up turning into a cancellation, so that’s lost revenue,” Parker says. “We can bring in new sales all day long, but if we can’t stop what’s going out the back end, then we are in trouble. And accounts receivables are the most important part of that.”

Bug Busters expects customers to pay at the time of service. But Parker realizes that doesn’t always happen. Ideally, the company has a client’s credit card on file along with permission to place the charge following the service call. Clients who elect quarterly service are billed monthly for the fee via credit card auto-pay.

“If an account is charged $90 per quarter, we bill the credit card $30 each month,” Parker explains. “That fee makes sense to people — it’s the same as a loaf of bread, eggs, milk and a few other items at the grocery store now. So it’s an easier bill to handle [than the lump sum].”

Ready. Set. Collect.

If you want to collect, you need a process. Otherwise, daily business tasks will always take priority over making those dreaded phone calls to ask for money. John Doucette, principal of Receivables Solutions Services, Cleveland, Ohio, suggests asking these questions if you want to improve collections.

Who does collections? Assign the tasks of following up on past-due invoices to someone at the company, or enlist in an outsourced solution if you need a hand.

What are your payment expectations? You set the terms and make sure clients understand the rules.

Where do you store collection notes? Keep records of collections contacts with customers along with supporting information, such as invoice copies, proof of service, etc.

When do you escalate an account? “You need to establish and follow some simple rules that define when to escalate to the next level, including referral to third-party collections,” Doucette says.

Why haven’t you been paid? “You must understand why you have not been paid on time in order to collect effectively,” Doucette says. There are customers who can’t pay — and customers who won’t pay. Doucette suggests a payment plan for the “can’t pay” clients, and perhaps a third-party collections effort for the “won’t pay” camp.

Monthly billing on some accounts also provides steady income to Bug Busters so the firm can try to avoid those cash flow peaks and valleys. Of course, not everyone wants to pay this way. And that’s when the collections process is necessary.

At Bug Busters, an invoice is sent on the seventh day following service. The invoice requests payment within 28 days. If no payment is received by then, a statement is mailed with a $5 billing fee attached to it. Between days 14 and 28, Bug Busters makes a phone call to the client. If there’s still no check in the mail by 42 days, another phone call is placed to the client. Meanwhile, the client is cut off from getting the next service and technicians are alerted not to call on the customer.

Clients should not be allowed to run a tab, and Parker is adamant about stopping service after a single unpaid service because collecting double is even less likely to happen.

“If our PMPs had to do the service, that means we generated the work order, which takes time,” Parker says. “Then we scheduled the visit and paid for a vehicle to drive to the property — that costs money. We utilized equipment on the job and paid a technician for his or her labor. So, I’ve spent money on all of this and I’m not getting anything in return. And the likelihood of a client paying $180 for two services is a whole lot slimmer than collecting $90.”

After 56 days, Bug Busters sends the past-due account to a second party collections agency, which takes a softer customer service-oriented approach using letters and phone calls. Then at 63 days, the delinquent invoice is sent to third-party collections. “That is when you are talking about collectors who are a little bit ruthless when they call and ask for the money,” Parker says.

At that point, who cares if the customer quits.

In fact, if Felegi suspects that a customer might not pay — if they’re hesitant to hand over a credit card number, for example. “We will walk away,” he says. “If they can’t pay for the service upfront or give us a credit card then we’ll turn down the job.”

Since taking credit cards, Critter Control has reduced its accounts receivable to 20 to 30 percent past-due. Between 80 and 90 percent of its pest control customers pay by credit card, and about half of customers who buy wildlife services pay on plastic. On a given day, Felegi says about 70 percent of customers’ invoices are fewer than 30 days old, and about 10 percent are 30 to 60 days. Five percent of accounts are past due 60 to 90 days. “So, we are not looking bad at all,” he sums up.

Felegi says that credit card payment plans helped his business tremendously when the economy fell flat in 2008 and the years immediately after. Not only did customers stop paying on time, new clients didn’t want to sign on for services. So by instituting credit card auto-pay and allowing clients to take on smaller payment “bites” each month rather than paying in a lump sum, the firm was able to attract new business. “If times were tough, we’d put the client on a payment plan and they’d sign a credit card authorization form,” Felegi says. “Then, once a month we would charge the credit card the amount that they authorized.”

A Collective Effort. Arizona Pest Control sent letters to its clients three years ago announcing its new credit card payment program. Clients could choose to file a card number with the firm and save 5 percent on services, or they could pay online. If they chose not to pay by credit card, a $5 billing fee would be assessed.

Some customers jumped right on board and were happy to hand over a card number. Others who had been using the company’s services for years were not too keen on the plastic “option.” Converting existing customers to a credit card pay system is challenging, Tennenbaum says. But after a few years, about 25 percent of customers pay by credit card. Their accounts are automatically charged after the time of service. Meanwhile, 35 percent of customers pay at the time of service. That leaves the other 40 percent, and Tennenbaum is working to get these people on board with paying on plastic.

“Technicians play a big role in that process,” Tennenbaum says. Initially, Arizona Pest Control offered technicians a 1 percent commission on all accounts they signed up for credit card auto-pay. Along with that incentive, the company sent letters to customers and constantly marketed the credit card pay option in company e-newsletters, on invoices and other communications.

Switching clients to credit card pay has been a team effort at Arizona Pest Control. The same is true at Bug Busters, where PMPs make phone calls to customers who are late on payment. “They call accounts that owe money before the next service — they don’t want to miss servicing the account because that’s lost revenue,” Parker says. “Sometimes, a client will pay more attention to a PMP than office personnel because they have that relationship already.”

The goal at Bug Busters is to keep accounts receivable lower than 30 percent, and technicians were incentivized to help the firm reach this target.

Parker says it’s his job to get everyone on board with the company’s collection procedures. “If we have 86 percent of customers paying by credit card, the question is, where is that other 13 percent?” Parker relates. “And, if a PMP is out at a person’s home and gets that customer’s signature after service, why did he not collect money that was due? Or, if we send out a statement and invoice but do a callback at an account that still owes us money, why did we not collect during the callback?”

The reason why credit card payment is so effective is, aside from skipping over these labor-intensive collections steps, those who pay with plastic tend to stay committed to the pest control firm. “I find that by having a credit card on file or having clients pay in advance, our cancellation rates go way down,” Tennenbaum says.

Of course, by nature, collections are a work in progress. But credit card payment is shortening the time between service and pay to net zero for firms that institute a policy. “My advice is, make sure you get a credit card upfront or a check at the time of service, and don’t be afraid to cut a customer loose after 60 days,” Tennenbaum says.

In the next five years or so, he expects that paying by credit card will be an option that all of his clients will elect. “It’s like the phone book,” he says, comparing clients who insist on still writing checks. “How many people use the phone book anymore? We’re not even in the phone book today.”

Mobile pay—whether by credit card or online — is the way of the future. “Collections are definitely better now,” Felegi says. “And, we focus on it daily.”

Features - Business Strategy

Sometimes when the second or third generation enters the business he acts as a very efficient flushing agent. He takes over the helm and all of the talented employees jump ship. On occasion, the second or third generation takes over and becomes an “excellent employee attractant” and people want to join the organization.

Family members and employees often have high turnover due to “family matters.” Let’s take a look at some of the problems I have seen and dealt with during my career.

The Good. On the plus side, I have seen new generations come in and take it much further than the previous generation. They seem to have more drive and education. But the best part of these entrepreneurs is that they also have people skills and truly care about their employees. This is a rare combination and is a pleasure to work with. They need some additional guidance and ideas and they take the ball and run with it WITH their employees.

One such company is S.O.S. in Kansas City. So as not to embarrass the owner, I will not mention Darryl Franke’s name.

This guy was brought up in the business and his mom and dad turned over the business to him in one fell swoop. Take it. And they happily went off into retirement. Boom — gone! Darryl gave me a call, and I have been working with him for a few years now, and I must say I’m impressed. He has steadily grown the company and created a wonderful, dedicated team. It hasn’t been easy, but through Darryl’s leadership he has proven to be an effective leader, and his key personnel are totally dedicated to him.

He works WITH his people and is always willing to share and learn. He invests in his people and his company and is growing in an overall poor economy. One of the tests I give to leaders in the industry is to ask the question: Would I work for this person? The answer is yes. He is fair and offers opportunity and education to his employees. Additionally, he has a great sense of humor, and he is often out there working with the employees. He puts in long hours, is dependable (has great follow-up skills) and doesn’t complain. A rare breed.

He does have turnover, but the good people have a tendency to stay with him. His turnover generally comes from not putting up with those going against company policies, those that prefer higher pay for no work or those that believe the grass is always greener somewhere else. So be it. Turnover is normal, but low turnover is always a good sign.

Note: There are no other siblings working with Darryl.

The Bad. On the other side of the family coin are companies that have so much in-fighting that good employees hit the door before it hits them in the butt.

Many family operations have their yelling, screaming, back-stabbing and bad mouthing occurring right there in the office. Lovely.

When interviewing the employees, they often tell me that they are forced to “take sides” and it’s a lose/lose situation. Many employees run in and out of the office. They try to get in early and leave early to avoid seeing any of the relatives. Some supervisors tell me that they get two different orders from different family members, putting them in a terrible situation.

Some of the relatives think they are hot ____ (fill in the words) because they are relatives. Some relatives feel that they don’t have to EARN respect because they can demand it or fire the employee if they don’t dance to his or her music. WRONG attitude.

This will weed out the good employees and the kissers will stay and praise them, then laugh behind their backs.

The BAD family situations usually have no preparation for incoming family members. No family mission statement and no rules of engagement. No objective planning defining success and/or failure and what either of those consequences mean. Nothing is written out.

So what you have is sort of a free-for-all and hope things kind of “work out.”

When you start losing longtime, good employees that helped to build the company, that should be a sign of upcoming disasters.

If nothing is done about it (getting help from outside sources) it gets worse, and a lot of really good people that helped build the company leave.

Many of these relatives feel as though they are above the law and have all the answers.

Some family businesses CAN be helped and some can’t and/or really don’t want to change. It’s easier to let the company fall apart than to anger the family members.

You see, some family members do not believe in accountability. Unfortunately, for those people, I do. They have to PROVE to the present owners that they can run the company properly. After all, the older generation will be betting their retirement on it.

The Future. In my 35 years I have helped many of these family businesses and presently I am working with Beebe Pest Control in Foley, Ala. They have lots of relatives working there — but they are all wonderful. Then Barnie called me and said, “It’s time.”

I told Barnie that when I am hired I do NOT represent him or any of the family members, but rather, I represent the continuation of the company and the employees’ continued job securities. He agreed to that.

In this case, all the relatives are hard-working and willing to learn, and it is a pleasure working with them. They have created a symbiotic relationship. They are working together to solve problems and meet regularly to help offset potential problems.

The Beebes are willing to change their old habits to keep up with the latest technologies as well as increase their communication skills with each other and their employees. Barnie can now relax more on vacations.

Each generation tries to maintain the firm’s culture but each generation also changes the way it operates. That’s called progress.

Family businesses are wonderful if they continue on. Leaving a legacy is great and everyone wins. The employees are happier knowing that there’s a succession plan. It gives them a more stable feeling.

You need to consistently change — and sometimes you have to put down hard rules within the family part of the business — just like the employees have to follow their rules.

Running a family business can be a wonderful experience. But if you have a high turnover of good employees (especially the ones that previously helped you become successful) — better look within or eventually, you will do without.

The author is a pest control industry consultant with more than 30 years of experience. He can be contacted at lsmigel@giemedia.com.

Hospitals, nursing homes, hotels, restaurants and cafeterias all use special wheeled carts to transport food from kitchens to service areas or private rooms. These food carts range from simple insulated boxes designed to hold 40 to 120 individual plates, to mobile banquet or catering cabinets complete with electric or canned heat.

These rolling food carts literally can be “hot spots” for pests. Not only is a food cart attractive to insects such as cockroaches and ants because of food residues, but it also can serve as a transportation vehicle for other pests like bed bugs. Cracks, crevices and voids provide pest harborage, and insulation provides warmth. Carts tend to accumulate spilled food and might not get regular cleaning. They’re hard to keep track of since they are often simply wheeled into an out-of-the-way area until they’re needed again. But the biggest problem with food carts is that they will contain food at some time, which makes them a challenge to treat safely.

Here are some techniques that allow you to treat these troublesome spots safely and effectively:

Recordkeeping. Have all food carts at a facility numbered so you can treat them on a rotating basis. Inspect food carts at every visit to the facility, even if you have to do that on a rotating basis as well. Have a checklist to record sanitation, pest problems, inspection and treatment dates for each cart. Ask for a separate room or outdoor area where you can inspect and treat the carts. Be sure the air intake system doesn’t circulate pesticide vapors into other rooms. Keep in mind that the area where food carts are stored is likely to have the same pest problems and will require service.

Sealing and Cleaning. Use caulk to fill cracks and crevices on the carts. Check and replace worn gaskets around doors that allow pests inside. Vacuum the carts, including the compressor area in self-heating carts, to remove spilled food and pests.

Steam cleaning usually does not penetrate into insulated void areas on carts and might damage carts with heating elements. If the facility steam-cleans food carts, set up your rotation so that the carts are cleaned after your treatment if you use heat or cold treatment or CO2. But if you use insecticides, have the carts cleaned before your treatment.

Heat Treatment. Before initiating either heat or cold treatment, contact the food cart manufacturer to make sure that the cart can withstand the treatment planned. Heat treatment can be accomplished with a heat chamber or compartment like one used to treat furniture for bed bugs. One advantage to heat treatment is that you don’t have the condensation problems of cold treatment.

Heating will kill all stages of insects if the necessary temperature is reached and held for the required amount of time. Cockroaches, for example, are killed within 10 minutes at 140°F and in one hour at 115°F. All stages of bed bugs are killed in one hour at 113°F. You need to monitor the temperature, especially in inner void spaces and in insulated areas of the cart, to make sure you reach the necessary temperature.

Cold Treatment. You might be able to accomplish this easily by having food carts wheeled into a walk-in freezer. Cooling food carts to 5°F to 25°F for at least 4 hours will kill all stages of most pests. Be advised, though, that bed bug eggs are a bit resistant to cold and may require extended exposure. Suggest that the facility routinely store food carts overnight in a refrigerated area to slow down pest development. Cold treatment can stiffen greased areas of the cart, making it difficult to roll or can cause condensation problems with electrical equipment.

Carbon Dioxide Food carts can be treated with carbon dioxide in the form of dry ice. To control all stages of the German cockroach, you need 21 percent at 78°F for 24 hours. If you don’t have a fumigation chamber, you can wheel the cart into the middle of a large sheet of plastic. Crack 20 pounds of dry ice into three pieces and place them at different levels in the cart. Seal plastic seams with tape. Pull the plastic up and tie it at the top. Leave the cart sealed for 24 hours.

Insecticide. Badly infested food carts should be moved to the treatment room or to an outside area. Make sure the cart is cool and all heating elements are turned off. Drill small injection holes into the void areas of the cart. Inject a nonresidual spray into the holes using an injection tip. After treatment, close the injection holes with sheet metal screws and be sure that the cart is not used for 24 hours.

You can place insecticide bait stations on the underside of the food cart and in the compressor compartment. Avoid applying gel bait to a food cart where it might contact food surfaces or where heat could cause it to run onto food tray areas. Nonresidual contact sprays also can be applied when carts are disassembled for repairs or maintenance. Dusts are an option for sealed voids if there is no risk the dusts will contact food surfaces or food holding areas. Insecticide treatment of food carts is not recommended in health-care facilities.

The authors are well-known industry consultants and co-owners of Pinto & Associates.

[News]

Departments - News Coverage

MOLINE, Ill. — Deere & Company has agreed to sell a majority interest in its landscapes business to the private equity investment firm of Clayton, Dubilier & Rice. (Clayton, Dubilier & Rice also owns Servicemaster, the parent company of Terminix International.) John Deere Landscapes has been included in Deere’s agriculture and turf segment. As a result of the transaction, Deere will receive approximately $300 million in cash and will initially retain a 40 percent equity interest in the business.

“This partial sale allows Deere an opportunity to remain as part of a successful landscapes distribution business,” said James Field, president of Deere’s Worldwide Agriculture & Turf Division. “At the same time, Deere will continue to increase its own strategic focus on the global growth businesses in agriculture and construction and the complementary businesses in turf and forestry.”

Deere formed the landscapes business in 2001 when it purchased and merged two companies that sold wholesale landscape supplies and irrigation products. Two other acquisitions were later added and now John Deere Landscapes is one of the largest U.S. wholesale suppliers of turf and ornamental agronomics, irrigation, outdoor lighting, and nursery and landscape materials.

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John Bolanos to Retire from Univar; Trace McEuen Named Vice President

AUSTIN, Texas – Univar Environmental Sciences President John P. Bolanos announced in November that he will retire from the company effective Jan. 3, 2014.

Trace McEuen, a long-time member of the management team, will move into the role of vice president of Univar Environmental Sciences — Americas, effective Jan. 4, 2014.

“In John’s role as president and during his tenure Univar experienced tremendous growth and outstanding leadership, including the successful acquisition of Southern Mill Creek Products in 2010 that significantly increased Environmental Sciences’ geographic footprint,” said Mike Hildebrand, vice president, Global Agriculture/Environmental Sciences.

“Univar’s growth and leadership succession have always been top priorities for me and the transition of leadership to Trace is a natural progression,” said Bolanos. “I have the utmost confidence in Trace, his leadership, and the company’s strategy going forward.

Bolanos and his wife Jane plan to remain in Austin and will enjoy spending more time with family and on their ranch while continuing their active involvement in the community.

Remaining close to his Univar roots, Bolanos plans to fulfill his lifelong dream of beekeeping.

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Steritech Makes Executive Team Changes

CHARLOTTE, N.C. — The Steritech Group has appointed previous COO and President Rich Ennis to the post of CEO. Ennis takes the reins from Mark Jarvis, who will assume a permanent position on Steritech’s Board of Directors.

“Mark has dedicated a significant portion of his career to Steritech and is an adept visionary that inspires everyone who works with him,” said Steritech founder and Chairman of the Board John Whitley. “As a member of our Board of Directors, we will look to his hard-charging leadership and forward thinking in charting our company’s future growth.”

Ennis joined Steritech in 2003 as vice president of the company’s auditing business before being promoted to COO in 2005, in which he oversaw the company’s two business units, Brand Standards and Pest Prevention.

“Rich’s highly disciplined approach to business has enabled our operations to reach new levels in service delivery,” said Whitley. “As CEO, he will apply this same discipline on a broader scale to lead our staff and evolve and transform our services.”

The Hazard Communication Standard (HCS) is now aligned with the Globally Harmonized System of Classification and Labeling of Chemicals (GHS). According to OSHA, this update to HCS will provide a common approach to classifying chemicals and communicating hazard information on labels and safety data sheets (formerly MSDSs).

Techletter, a training newsletter for pest control technicians, has been offering its subscribers OSHA training modules in each of its biweekly issues. Now, nonsubscribers also can receive this training at www.techletter.com.

Publisher Pinto & Associates has placed 10 training pages, an introduction and a final exam on its website, www.techletter.com. At the bottom of the home page, click on OSHA HCS Training Modules. For more on OSHA’s training requirements, visit www.osha.gov/dsg/hazcom/index.html.

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NPMA and ESA Partner to Grow and Develop the ACE Pest Management Program

FAIRFAX, Va. — The National Pest Management Association (NPMA) and the Entomological Society of America (ESA) recently agreed to a strategic partnership to enhance the professionalism of the pest management industry through the growth and development of the Associate Certified Entomologist (ACE) Pest Management program.

“NPMA looks forward to a long and productive partnership with ESA to help foster and grow the ACE program and believes that cooperation is of mutual benefit to both organizations,” said NPMA Executive Vice President Bob Rosenberg. “By encouraging participation in the program, NPMA hopes to continue to help raise the level of professionalism and entomological expertise within the pest management industry through both initial exam preparation and providing recertification opportunities.”

ESA Executive Director C. David Gammel concurred. “Our leadership sees this new partnership as a long-term strategy to work together on taking the program to the next level and increasing the positive impact it can have for the pest management industry,” he said. “There has been tremendous buy-in from PMPs with an average annual growth of more than 35 percent since the program was introduced in 2004.”

The ACE program is a certification program that was developed and is run by ESA. ACE applicants must, among other requirements, prove a strong work history in the pest control industry, sign the ACE Code of Ethics and pass an examination of their knowledge of structural pest management as it relates to entomology.

Gene White joined Rentokil North America as regional technical director for the central markets, including Mexico. White has been involved in the pest control industry since 1981 and most recently served as director of training and education for Rose Pest Solutions, Troy, Mich.

Truly Nolen of America announced the promotion of Greg Weatherly to executive vice president. Weatherly will oversee corporate departments including operations, home office, human resources, IT, technical and training. He has been with Truly Nolen since 1993.

Cecil “Jay” Jorns of Karty, Texas, completed the certified arborist examination administered through the International Society of Arboriculture (ISA) and the local chapter of ISA. The ISA program tests and certifies tree care professionals’ knowledge in the field of arboriculture.

Igor Curcic has joined the formulations team of Exosect of Winchester, UK, as head of formulation development. Curcic was previously with Syngenta’s Jeallots Hill Research Centre, which is based in the UK.

John Frank has been named vice president of operations for McCloud Services. Frank joins the company with nearly 25 years of experience in business management roles, most recently owning his own consulting practice. Frank will be be responsible for overseeing the operations of the company.

William Bach and Anthony Hoffman have joined Hoffman’s Exterminating. Bach is the new general manager of the Mantua branch. Anthony Hoffman, nephew of owner/President Bill Hoffman, will assist in the development of sales and a sales division under owner and Vice President Robert Schwenker.

Specialty Professional Products Acquired by KODA Distribution Group

STAMFORD, Conn. — Specialty Professional Products (SPP), parent company of ADAPCO and Red River Specialties, has been acquired by KODA Distribution Group (KDG), a specialty chemical distributor. With the acquisition, KDG says it plans to establish its agricultural chemicals division, with its continued growth to be led by SPP President Steve Burt. ADAPCO and Red River Specialties will maintain their current management, sales and support staff.

ADAPCO is a distributor of mosquito control products, its own branded sprayers, and technology and support services to mosquito management professionals. Red River Specialties supplies products to the forestry, vegetation management, and range and pasture markets.

Headquartered in Stamford, Conn., KODA Distribution Group is a specialty chemical distributor serving customers in the coatings, adhesives, sealants and elastomers (CASE) market as well as construction, care, lubrication, ink and plastics end markets. It is comprised of five regional companies servicing those markets in the United States: Ribelin Sales in the Southwest and Southeast, GMZ in the Ohio Valley/Midwest, P.T. Hutchins on the West Coast, Monson Companies in New England and E.W. Kaufmann in the Northeast/Mid-Atlantic.

RESEARCH TRIANGLE PARK, N.C. — Environmental Science, a division of Bayer CropScience LP, announced the launch of Maxforce on a Mission, a giving-back campaign in which Bayer and pest management professionals are teaming up to help rid underserved communities of allergen- and disease-carrying pests. The first community service project kicked off in August in Jacksonville, Fla., in collaboration with the Boselli Foundation, a non-profit organization focused on providing children in at-risk neighborhoods with a holistic and comprehensive after-school learning environment.

As a part of the campaign, pest management professionals provided complimentary pest control services to nonprofit organizations that aim to improve the livelihoods of underserved populations. The Jacksonville PMPs donating their time and services to the Boselli Foundation include Bug Out Service Technical Director Linda Prentice and McCall Service Vice President John Cooksey. Bayer donated various Maxforce products for the pest control services.

“Pest management professionals serve a critical — and often undervalued — role in preserving public health in their communities,” said Ray Daniels, product marketing manager for Bayer’s professional pest management business. “Through Maxforce on a Mission, it is our goal to raise public awareness of the societal value of professional pest management and inspire other PMPs to reinforce this value through giving back where they can in their own communities.”

The Bayer team continued the initiative in September in Philadelphia, where they teamed up with two pest control companies to treat two homes in the north Philadelphia area. These homes are regularly supported by Rebuilding Together Philadelphia, an organization that provides critical home repairs, modifications and improvements for Philly’s low-income homeowners.

As part of the mission in Philadelphia, Jim Nase, service manager for Moyer Indoor Outdoor, and Joe Silvestrini, president of Pest Control Technicians, provided complimentary pest control services to help improve the livelihoods of homeowners in an underserved community. To assist the PMPs in the mission, Bayer donated Maxforce products for the pest control services.

Additional events are scheduled to take place in the future, where local PMPs will participate in a similar community service project. PMPs and other organizations are encouraged to learn more about Maxforce on a Mission and how to get involved through the campaign website. For more information, visit www.backedbybayer.com.

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ServiceMaster Names New Terminix President

Memphis, Tenn. — The ServiceMaster Company announced Bill Derwin has joined the company as president of Terminix. He will report to ServiceMaster Chief Executive Officer Robert Gillette.

Derwin joins Memphis-based ServiceMaster from the Otis Elevator division of United Technologies Corporation, a $57 billion dollar company that provides a broad range of products and support services to the aerospace and building systems industries. The company’s other divisions include Pratt & Whitney and Sikorsky.

“One of my top priorities since joining ServiceMaster has been filling key positions on my executive team with performance-driven leaders who bring a passion to win every day,” said Gillette. “At Otis, Bill established an outstanding 11-year track record of driving growth in a highly competitive environment. He’s a proven, results-oriented leader who brings significant global experience in growing businesses through a combination of acquisitions, joint ventures, organic growth and service excellence. Bill’s background will be especially helpful as we explore opportunities to grow Terminix by expanding our commercial and international segments.”

Derwin served as vice president of Otis’ $4.2 billion global field operations, with 30,000 employees around the world, including the emerging markets of China, India, Brazil and Russia. Prior to Otis, Derwin spent five years as a consultant at McKinsey & Company, leading a number of major initiatives for a broad array of Fortune 100 companies, building extensive experience in strategy, operations, human resources, commercial growth, and sales and marketing. He began his career in engineering at The Boeing Company in Seattle. Derwin holds a bachelor’s degree in mechanical engineering from Stanford University and a master’s degree in business administration from the Harvard Business School.

Larry Pruitt, who has been serving as Terminix’s interim president since March, will assume a new role as Terminix chief operating officer and assist Derwin during the transition. “Larry has done an excellent job as interim president,” said Gillette. “Despite some marketplace challenges in 2013, under Larry’s leadership, Terminix has continued to deliver solid performance. He’s also helped the entire team stay focused, energized, engaged — and accountable. Larry’s broad industry knowledge, accumulated over a 29-year Terminix career, will be a huge plus as Bill settles into his new role.”

Turner Pest Control, Jacksonville, Fla., and Beaches Habitat for Humanity recently sponsored the construction of a new home for Gena and Ryan Smith through the Wounded Warrior Project. While on duty in Iraq in 2006, Sgt. Ryan Smith suffered a traumatic brain injury resulting from an IED. While Sgt. Smith was away, Gena Smith discovered that she had kidney cancer while four months pregnant. Thankfully, Gena delivered a healthy baby and underwent surgery and chemotherapy. “We are proud to support this project with Beaches Habitat and the Wounded Warrior Project,” said Ashton Hudson, co-owner, Turner Pest Control. “And we are pleased to welcome the Smith family to their new home.”

Allgood Pest Solutions is continuing its growth in the Southeast with the August acquisition of Augusta-based Eli’s Pest Control. The acquisition added four new employees to the Allgood Pest Solutions team: Jason Wright, Leo Morse, Shawn Brantley and Richard Riffe. Former owner Eli Wright will act as a consultant to aid in the transition process.

Advanced Services, Augusta, Ga., was awarded Augusta’s Better Business Bureau’s Torch Award for Marketplace Ethics recently. The Torch Awards recognized 31 companies in the Savannah River Area in Georgia and South Carolina for their high ethical standards of behavior toward customers, suppliers, employees, and the communities in which they live and do business.

Lawrenceville, N.J.- based Cooper Pest Solutions was selected by PhillyBurbs.com as the Best Employer Overall in New Jersey for 2013, the firm announced. “I am so proud of what our organization continues to accomplish,” said Phil Cooper, CEO. “We have an extraordinary group of people at Cooper and BedBug Central. We all work hard every day to build a unique environment conducive to a great work experience.”

Dixon Exterminating, Thomasville, Ga., announced the firm is changing its name to Dixon Pest Services. Along with the name change, the 48-year-old, family-owned business has undergone a new branding campaign that includes the introduction of a new logo and website redesign, according to President Charles Dixon, the second-generation owner of the company.

San Diego’s Lloyd Pest Control has agreed to acquire Fallbrook Pest Control, a 30-year-old company based in San Diego’s North County. John Saxton, owner of Fallbrook Pest Control, began his career with Lloyd Pest Control in 1978. “It has come for circle for me,” Saxton said. “Fallbrook Pest Control has always offered a high level of customer care and fast response times,” said Jamie Ogle, president, Lloyd Pest Control. “We feel confident that his customers will feel right at home with our service offerings.”